Enhancing Procurement Efficiency: Principles and Cycle

Explore the key aspects of procurement management, including strategic orientation, principles, and the procurement cycle. Gain insights into the common processes, governance controls, risk management, and stakeholder involvement in procurement. Learn about public procurement, government acquisitions, and the strategic role of procurement in maximizing value for money and promoting overall organizational efficacy.

• Procurement
• Efficiency
• Management
• Strategic Orientation
• Principles

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1. ENHANCING PROCUREMENT EFFICIENCY: PROCUREMENT PRINCIPLES AND CYCLE 2018/05/08 Suwarn Kr. Singh, Shailendra Bhatta

2. Context 2

3. Context 3

4. Context 4

5. Context 5

6. Agenda Procurement Management: Strategic Orientation Procurement: Principles Procurement Cycle : Conduct, Control and Close

7. Procurement: Introduction Common process with verities of practices Guided by formal procurement process Requires different levels of governance controls and approvals Involves risk management and stakeholders involvement

8. Procurement: Introduction 8 Public procurement refers to the process of acquisition by government and public entities of goods, works and services that are necessary to fulfill their mandate in the provision of services and facilities to the general public.

9. Procurement: Introduction 9 Governments and state-owned enterprises purchase a wide variety of goods, services and public works from the private sector, from basic computer equipment to the construction of roads.

10. Procurement: Strategic Orientation 10 Organizational experience sharing (10 Min) - Procurement Efficacy (Cost, Time, Value) - Learning and Development of persons conducting procurement - Compliance standard: Beruju - User satisfaction

11. Procurement: Strategic Orientation 11 Center of the strategic management of public funds to promote overall value for money Strategic profession rather than a simple administrative function Represents a significant percentage of the GDP generating by financial flows, estimated on average at 10-15% of GDP across the world. (OECD Principles for Integrity in Public Procurement)

12. Procurement: Strategic Orientation 12 It is at the interface of the public and private sectors, which requires close co-operation between the two parties to achieve value for money It has been overshadowed with inefficiency, corruption and disregard of fundamental value for money considerations Adversely impacted the rate and quality of progress in realizing the objectives of national development, especially in developing and transition countries

13. Procurement: Objective Meet expectation Value for money Deliver benefits Drive value

14. Procurement Management: Objective 14 Open Transparent Objective Reliable

15. Procurement Principles For economical and rational public expenditures Principles Honesty Equal Fairness Accountability Reliability Opportunity (Competition)

16. Procurement: Principles 16 Proper and successful government procurement rests upon certain core principles of behavior: v'nf, kf/bzL{, j:t'lgi7 / ljZj;gLo agfpg, ;fj{hlgs vl/b k|ls|ofdf k|lt:kwf{, :jR5tf, O{dfGbf/Ltf, hjfkmb]xLtf / ljZj;gLotf k|j {g u/L ldtAooL tyf ljj]sk"0f{ 9 \uaf6 ;fj{hlgs vr{sf] clwstd k|ltkmn xfl;n ug

17. Procurement: Success Factors 17 Believing on Equity Vs Equality

18. Procurement: Success Factors 18 Knowing and naming the requirements Classifying the requirements Profiling the supplies and suppliers Defining specifications (Knowing basics) Naming and defining the procurement process (Bidhi ra Prakriya) Initiating the procurement process

19. Procurement: Success Factors 19 Creating efficient structure to deliver Adding creativity and innovation Making available on time Communication and engagement is key Defining and implementing the governance to rationalize the value of procurement

20. Guiding documents Public Procurement Act, 2063 / Public Procurement (First Amendment) Act, 2073 Published Date - 2073/03/30 Public Procurement Rules, 2064 / Public Procurement (Fifth Amendment) Rules, 2073 Published Date-2073/11/26 Annual Budget Annual Procurement Plan

21. Procurement Requirements Construction Goods Consulting services Other services

22. Procurement Cycle 23 Three phase and five steps cycle Pre-tendering phase Post award phase Tendering phase Need assessment Planning & budgeting Definition of requirement Choice of procedure Contract management Order Payment Invitation to tender Evaluation Award

23. Procurement Cycle 1. Identification & Analysis 5. Contract Implementation & Performance Management 2. Supply Market Profiling 3. Market Engagement Strategy (Development of Procurement Document) 4. Market Engagement Strategy (Execute)

24. Step1: Identification & Analysis Identification of organizational and stakeholders need 1. Need to know: 2. o What is needed now o What might be need to be in future o How these might be affected in future Internal Spend Analysis 3. Works/Products/Services specifications/requirement 4. Min. Required vs Value-Adds 5.

25. Step 2: Supply Market Profiling 1. Need to know what the supply market has to offer 2. Knowing if you can buy 3. When to buy 4. Who to buy from 5. Need comprehensive understanding of supply market on each category 6. If expertise don t exist in can be sourced from market as a consulting service

26. Step 3: Market Engagement Strategy (Develop): What can you do to position yourself to get best possible outcome from procurement: Profile the supplier capabilities 1. Estimate the demand for your need 2. Bundle or unbundle the requirement (If Possible) 3. Engage consulting service fully or partial (If competency 4. does not exists inside) Prepare the procurement documents 5.

27. Step 4: Market Engagement Strategy (Execute) Issue the Procurement related documents 1. Get the early feedback (Pre-bid meeting, E-mail, etc) 2. Receive and register bid 3. Open and evaluate the bids 4. Discuss in procurement committee and make 5. recommendations Perform selection based on method of selection 6. Manage communication 7. Ensure biased and corruption is avoided 8.

28. Step 5: Contract Implementation and Performance Management The last step - Doesn t look like last step since it triggers a whole process with two broad objectives: Implement and maintain the benefits for both parties as per contract Monitoring and measuring of bidders performance Dedicated and targeted communication Relationship management is key Ensure that procurement officials demonstrates high standards of knowledge, skills and integrity

29. Procurement Manager 30 Financial expert Budget Technician Specifications Lawyer ...Contract User Needs Others Environment, Social

30. Procurement Plan 31

31. Procurement of goods 32

32. Procurement goods - cycle Procurement proceedings, procurement planning and cost estimate Conduct Procurements Control Procurements Close Procurements

33. Procurement proceedings, planning and cost estimate 34 Procurement order of competent authority Requisition to be received Types of Goods Quality Information Quantity Information Timing of requirement Estimated Price Source of the Price 1. 2.

34. Procurement proceedings, planning and cost estimate 3. Preparing the cost estimates (Rate Analysis) o Available government rates (DUDBC, District rate, DOLIDAR, etc) o Actual cost incurred on the procurement of the same nature made in the current or previous years by the concerned Public Entity or other Public Entity of the district where such Public Entity is located o Prevailing rate in the local market (Average) o Prevailing rate of other markets and estimated transportation cost up to the destination of delivery of goods o The rate issued by Chamber of Industry and Commerce.

35. Procurement proceedings, planning and cost estimate 36 4. Cost estimate approval from competent authority 5. Selection of Procurement 6. Preparation of procurement document: Technical specification, Bills of Quantity (BoQ), Design, Drawing, Cost From self From consulting services From related govt. agencies

36. Procurement proceedings, planning and cost estimate 37 If consulting service required (Basis of Consultant selection): Work experience (Generic and Specific) HR competency Quality of proposal Managerial and financial capabilities 7.

37. 38 Cost Estimate

38. Decide the procurement method 39

39. Window Shopping Generally from standing list up to 1,00,000 oFrom PAN: Up to 20,000, Not Applicable for VAT, Rent, Beneficiary groups, Remote Area: List of suppliers listed by committee up to 10,00,000

40. Direct Procurement from listed / known supplier (Limited) 41

41. Direct Procurement from listed / known supplier (Limited) 42 Eg Procurement of Officer Chair Qty (5) o Up to 5,00,000 o Up to 1500000 Domestic Goods o Up to 2000000 Medicine and Medical Equipment's o Up to 2500000 Cottage industry Factors to be considered: Stock, Eligibility, Quality, Cost, At least 3 proposals

42. Sealed Quotation Eg Procurement of Laptop Qty (10) o Up to 20,00,000 o Medical equipment: Up to 50,00,000 Factors to be considered: Details Specification, Terms of Reference, Stock, Eligibility of goods provided: Qty, Technical Bid Security: 2 to 3 % of Estimated Cost- In cash or Bank guarantee of 75 days validity Performance Security: 5% of Contact amount Quote responsiveness: Seal and Sign Evaluation process: Normally LCBS

43. Sealed Quotation Financial quote validity: 45 Days Details of quote availability and opening Notice Days: 15 Days Quotation cost: 1000 Evaluation time:15 Days after opening of Quote Contract Date: 7 Days after approval of Quote Should be at least 3 proposal in first notice Less than 3 proposals- should re-notice with 7 days deadline

44. Open tender: (Methods: NCB or ICB) Eg Procurement of Car Qty (10)

45. Open tender: (Methods: NCB or ICB) More than 20,00,000 Bid Security: 2 to 3 % of Estimated Cost- In cash or Bank guarantee One month more than bid validity date Bid Validity: Up to 100 million 90 days, Above 100 million 120 days Quote responsiveness: Seal and Sign, Power of attorney Performance Security: 5% of Contact amount, Counter Guarantee Evaluation process: Normally LCBS Details of goods provided: Qty, Technical Specification, Terms of Reference, Stock, Eligibility Performance Security: 5% of Contact amount, Special provision Quote responsiveness: Seal and Sign Evaluation process: Normally LCBS

46. Open tender: (Methods: NCB or ICB) o Catalog shopping from Manufacturer or Authorized Dealer: 7 to 15 Days Witten Notice Heavy Equipment's, Vehicles, Machinery, Health Equipment s Rate analysis should include all benefits (Offer, Discounts, etc)

47. Open tender: (Methods: NCB or ICB) o Limited Tendering - if supplier is less than 3: 15 Days notice (Not Applicable to Multi-year project) Required approval from one level higher authority.

48. Open tender: (Methods: NCB or ICB) o Buy back method: After warranty or Guarantee Machines, vehicles, Instruments, Chemicals, Fertilizers, Software's, Hardware's As per contract provisions Or Company terms and condition Performed in conditions: Spares and Service not available, Out-of-Service, Repair cost is extensively high, Economical, Health hazard, Environmental and social issues in storing, use and disposal Meaningful,

49. Sections of Bid Cover page; Letter of Invitation; Information to Consultant; Bid Datasheet; Evaluation and Qualification Criteria; Bidding forms Schedule of Requirements; General Condition of Contract Special Condition of Contract

50. Key terms in Procurement Pre-Qualification Documents; Eligibility Criteria; EOI (Expression of Interest); RFP ( Request for Proposal); Instruction to Bidder; Datasheet; Technical and Financial Standard From; Right to Information (RTI);

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